Currently, Guiyang Xianfeng Machine Tool Co., Ltd. (hereinafter referred to as “Guiyang Xianfeng”) is at a critical stage of shareholding reform prior to its IPO. All cadres and employees are working closely together, pooling their wisdom and efforts to help Guiyang Xianfeng complete its IPO as soon as possible. Going public is a complex and systematic undertaking, and human resource management—being an integral part of a company’s strategic management—is indispensable before an enterprise goes public. It requires standardized adjustments to meet legal, transparent, and compliant requirements, thereby ensuring the company’s successful IPO.

To thoroughly implement the overarching requirements of the Party Central Committee, the provincial authorities, and the municipal authorities on comprehensively strengthening Party building in state-owned enterprises, further enhance the scientific level of organizational structure at Guiyang Xianfeng, establish and improve an internal enterprise management system that features a rational internal structure, clear division of responsibilities and powers, lean and efficient operations, and coordinated functioning, thereby achieving efficient enterprise management, rational utilization of human resources, effective reduction of human resource costs, increased labor productivity, and continuous enhancement of enterprise vitality, Guiyang Xianfeng, in accordance with the requirements of the modern enterprise system, is further standardizing its organizational setup, optimizing its organizational structure, selecting and strengthening cadres for departments following the reform and integration of departmental structures, perfecting enterprise operating mechanisms, and bolstering the driving force behind enterprise development.

Guiyang Xianfeng, guided by a problem-oriented approach, has re-optimized and refined the corporate governance structure of state-owned enterprises, establishing a clear system of checks and balances among the Party Committee, the Board of Directors, the Supervisory Board, and the management team—the “Three Committees and One Layer” governance framework. Guiyang Xianfeng Tong By streamlining and optimizing the organizational structure and functional allocation of departments, we have established a functional system that is systematic, comprehensive, scientifically standardized, and highly efficient. This has addressed deep-rooted systemic and governance challenges, further maturing and solidifying institutional frameworks across the board. As a result, departmental structures have become more scientific, the division of powers and responsibilities among various units and departments has become more coordinated, performance of duties has become smoother, and oversight has been strengthened. This has further enhanced the Party committee’s ability and determination to set the right course, manage the overall situation, and ensure effective implementation, thereby consolidating the Party’s governing foundation at the grassroots level. Moreover, it has clarified the institutional mechanisms through which the “Three Meetings and One Layer” exercise leadership over all aspects of work, reinforced internal control management standards, and ensured the necessary conditions for production and operations, thus guaranteeing better implementation of the company’s strategic development goals.

The image shows the organizational chart of Guiyang Xianfeng Machine Tool Co., Ltd. after the optimization of its departmental structure.

Based on the market conditions and competitive landscape following the company’s public listing, the Party Committee of Guiyang Xianfeng has strictly adhered to the procedures stipulated in the “Regulations on the Selection and Appointment of Leading Cadres in Party and Government Organs,” firmly upholding the principle of selecting and appointing personnel based on both moral integrity and competence, with moral integrity taking precedence. The committee has also rigorously upheld the requirements for cadres’ performance—namely, “daring to take responsibility, emphasizing unity, maintaining frequent communication, prioritizing coordination, strengthening execution, pursuing development, upholding principles, and ensuring integrity.” Through comprehensive consideration, repeated deliberation, and careful study, we have selected and appointed outstanding cadres—party officials, administrative officials, and technical experts—to lead the departments and institutions following their integration. This has enabled us to build a high-caliber cadre team that is eager to act, capable of acting effectively, committed to achieving results, and free from any major issues, thereby ensuring the smooth implementation of all the company’s business decisions.

The photo shows the scene of the cadre conference of Guiyang Xianfeng Machine Tool Co., Ltd.

To continuously enhance the vitality of the company’s human resources, Guiyang Xianfeng has adjusted and optimized its internal salary distribution, promotion, and reward systems. Fully implement the reform of the comprehensive salary distribution mechanism for all employees, establishing an incentive system that aligns individual capabilities, departmental work, job responsibilities, and value creation. Complement this with measures such as job rotation, dual-role assignments, on-the-job training, labor export, ideological education, and motivational incentives to ensure the rational allocation and optimized integration of personnel across departments. Actively encourage non-core-position staff and support personnel to voluntarily transfer to frontline roles, while strengthening the operational skills and professional competence of frontline workers. This will help build a high-quality, skilled workforce with a strong sense of responsibility and accountability, thereby addressing the current issues of underperformance, "eating from the same pot," and complacency. As a result, the company’s overall labor productivity will see a substantial improvement, providing crucial support for the smooth completion of the annual production targets. At the same time, continuously... Improve internal security processes, mechanisms, and standards to ensure effective protection of trade secrets after the company’s products are launched. Additionally, strengthen employees’ awareness of the importance of safeguarding corporate secrets to reduce the risk of leaks.

Human resource management is not merely a process of enterprise management; it is also a crucial factor that determines the future development of an enterprise. The performance of listed companies in human resource management directly impacts their sustained growth and industrial competitiveness. Excellent human resource management can build a competitive corporate team in an environment of talent mobility, attracting and motivating talented individuals who are passionate about the company and full of creativity to join its ranks.

At present, Guiyang Xianfeng faces challenges and opportunities of equal importance. Excellent human resource management can help it earn the trust of both the market and its customers. Guiyang Xianfeng will continue to refine and optimize a robust, rational, and mature human resource management system, thereby driving comprehensive improvements in business performance, enhancing the company’s core competencies, and creating better conditions for steadily advancing Guiyang Xianfeng’s IPO efforts.

Source: Party and Government Office

Editor of this issue | Chen Yiting

Editor-in-charge: Xia Tailian, Jiang Yifan

Final Review | Wu Suping